HOTEL SCOTLAND

This month has flown in. I was so sorry to miss the HIT Talent Conference because I was out of the country, but we have plenty of pictures featuring the lucky recipients of the scholarships. I was also delighted to see the first Lisa Wishart Scholarship presented by her sister Siobhan and brother Nicky.

This month I caught up with Andrew Deighan of the Doubletree Hilton in Glasgow. He is the most charming of men. Find out what he had to say on pages 16 onwards.

I also got the chance to visit Loch Lomond and Cameron House and take part in some of their activities. Check out our Hotel focus on page 11.

The new Address Hotel was officially opened last month. It looks fabulous. Read all about it on Page 22

See you next month.

Susan Young Editor

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Canny Man’s hotel set for approval

Plans for a 14-room “Canny Man’s Hotel”, an expansion to Morningside’s The Canny Man’s pub business have been recommended for approval by Edinburgh City Council with a final decision due imminently.

The new hotel will sit on the site of the pub’s current car park. The Canny Man’s has been in the Kerry family for over 150 years and they currently operate a six-room boutique hotel, called The Lane.

Council officials said in the recommendation conclusion,“Overall, the development is in accordance with the development plan”, adding that the design “draws on the character of the surrounding area to create a strong sense of place”..

The Balmoral retains 5 stars KINCAID HOUSE HOTEL OWNERS SET TO RETIRE

The Balmoral, the Rocco Forte hotel in Edinburgh, has been awarded five-stars in the 2024 Forbes Travel Guide, retaining the rating for the fourth year in a row.

General Manager, Andrew McPherson, who was appointed last year, said, “It is a wonderful honour to be able to share that we have retained our five-star Forbes rating for the fourth year running. Forbes truly requires the very best standards for guests and we are extremely proud to be recognised with one of the most renowned hospitality awards in the world.

“Edinburgh’s most iconic hotel is highly regarded not only for its incredible architecture, history, restaurants and bars but also for the world-class Scottish hospitality delivered every day. The Balmoral team works hard to provide our guests with memorable experiences, and we look forward to continuing to deliver world-class service for our guests.”.

Kincaid House, a Scottish country house hotel steeped in history and clan heritage, is now being marketed through DM Hall after owners John and Morag Thomson decided to retire.

John has a 45-year association with the Milton of Campsie hotel, first as manager for former owners Allied Brewers, then as the owner who, in conjunction with Historic Scotland, oversaw an extensive and sensitive restoration of the building between 1994 and 1998.

He said, “The restoration was fantastic, but we also invested huge sums of money in fixtures and fittings and projects such as adding the capacious conservatory and maintaining the historic building.

“During the restoration, it became clear that several aspects of the building were much older than 1690 and we kept finding little treasures such as a fireplace behind a wall beside a

staircase.

“It was one of the highlights of our tenure as owners and I am very proud to have been involved in the history of the building. However, 45 years is a long shift and we feel now, it is the right time to retire. We wish nothing but the best for the next custodians.”

The present building dates back to 1690 and there is evidence of a house being situated on the site in the 12th century. The property was reconstructed around 1812 and designed by the notable architect, David Hamilton, known as the “Father of Glasgow Architecture” and designer of Airth Castle.

Kincaid House is a licensed hotel with nine en-suite letting rooms and three staff/overflow rooms. It features a large function suite for 100 covers and is situated in large mature grounds with potential for future development subject to planning.

LOCH LEVEN HOTEL GOES ON THE MARKET AFTER 11 YEARS

Craig and Noru Innes, have put their Loch Leven Hotel beside the old Ballachulish Ferry, on the market after 11 years of ownership. The sale price of £1.45m includes the Pixel distillery in the grounds. Although the distillery does not produce whisky, it does produce several special gins and rum, and visitors to the hotel can do a masterclass in how to make the spirits and how to combine flavours and make their own blend. The couple have also introduced ‘pods’ into the grounds for a different experience. It is for sales through Drysdale & Co.

Former Holyrood Hotel relaunches as Marriot after £10m investment

The former MacDonald Hotel property, the Holyrood Hotel in Edinburgh has re-opened under new owners Marriot as the Edinburgh Marriott Hotel Holyrood making it the first Marriot hotel for the city.

As well as upgrading the 160 bedrooms and suites, the £10m refurbishment has included a new lobby, bar and dining room as well as a redesign of the event spaces.

The spa and fitness centre, including the heated pool and sauna has also been renovated.

The city’s vibrant arts scene is reflected in the art on display and carpet designs throughout; inspired by the late Scottish artist, Edinburgh-born Sir Eduardo Luigi Paolozzi CBE RA, known for his sculpture and graphic work and widely considered to be one of the pioneers of pop art. The local influence combines with Marriott’s modern design aesthetics, with interiors based on a cool neutral palette featuring intricate multidimensional patterns

and layered textures of natural materials such as marble, sand, onyx and water with rich patterns, an intriguing design tension that provides visual interest and invites reflection.

Michael Falla, General Manager of Edinburgh Marriott Hotel Holyrood, pictured with his management team said, “The relaunch of Edinburgh Marriott Hotel Holyrood is an exciting development for the City and the Marriott brand.

“It is incredible to see the refurbishment nearing completion; bringing the aesthetic of the property and quality of service up to Marriott standards is testament to the hotel team’s hard work and commitment to take the Hotel on the next stage of its journey.

“Edinburgh is such a vibrant city bursting with history and culture, we’re looking forward to welcoming our new and returning guests to enjoy an elevated and enriched Marriott experience with all that the city has to offer.”

First look at redevelopment plans for Mar Hall

The new owners of Mar Hall are starting the redevelopment of the hotel this month. Dubai-based Dutco Group are investing in new leisure facilities, incorporating both the gym and pool hall, which will see a complete overhaul of the existing spaces.

Designed by Curveline Design, with input from strength and fitness brand PRIMAL, whose clients include major gym chains and leisure clubs, such as Soho House, the Mar Hall gym will be transformed into a stateof the-art facility.

General manager, Joe Gallacher, said, “It is an incredibly exciting time at Mar Hall. After a period of uncertainty for our members, guests, and staff, we are now in an extremely strong position with a multi-million-pound investment that will return the entire resort to its former glory.

“Since the acquisition, we have been busy working behind the scenes making much-needed, immediate cosmetic changes to the property. We are now thrilled to be kickstarting the first phase of a very comprehensive redevelopment programme at the resort with the

introduction of a new spa and leisure offering, and to be able to give our members and guests a sneak preview (the first of many) of what is to come.

“We’ve been welcoming guests back to the resort and it’s fantastic to be busy again – not only selling out rooms, but also filling our calendar with wedding bookings and other events. We look forward to inviting our members and guests to the resort to showcase the new vision for Mar Hall as we take them on this exciting journey with us.”

This is the first phase of the £15m redevelopment project at the five-star resort, with the next phases, including the refurbishment, a new wellness suite and spin studio. The hotel’s interiors are being overhauled and there will be a new Food and Beverage experience.

Architects at Unwin Jones Partnership will work closely with the interior design team at Graven to transform the look and feel of the entire resort, while hospitality consultants, the Gorgeous Group, have been appointed to redefine the food and beverage experience for guests.

ARCHIBALD MACKAY GROUP SEAL DEAL FOR NEW LEITH HOTEL

The Archibald Mackay Group, an Edinburgh property investment company, has bought a grade B listed townhouse in Leith for a hotel development. It has also completed its conversion of an empty office block in the city centre into the Eleven Stafford Street Hotel, backed by a £530,000 funding facility provided by Reward Finance Group.

The four-storey townhouse at 3 John’s Place in Leith, was purchased for £975,000, with the Group planning to turn it into an aparthotel comprising of 16 studio apartments. This is due to open in late 2024.

Caroline Claydon, director of Archibald Marckay Group, said, “Developing properties in the hospitality sector is a big area of focus for us, and so being able to purchase 3 John’s Place and complete the redevelopment of Eleven Stafford Street is a significant step forward towards achieving our ambitious growth plans.”

Ms Claydon added: “After finding it extremely difficult to access finance via several high street banks, we were relieved to speak with Brian [Machray] and the team at Reward, who worked with us closely to understand our business needs and provide a flexible working facility.

“They also provided the funding at speed which was essential to complete the property transaction in Leith and ensure we stayed on track financially when undertaking the sensitive refurbishment of our new boutique hotel on Stafford Street, so that it retained its stunning Georgian architecture, heritage and charm.”

Mr Machray, business development director for Reward Finance in Scotland, said: “We’ve played a key role in funding several major residential and commercial property purchases and development projects across Scotland, so funding this latest acquisition and refurbishment scheme by Archibald Marckay Group is the perfect fit for us as a lender.

“We’re finding many investors and SMEs in the commercial and residential property space are unfortunately being held back and struggling to complete purchases or build projects in the current economic climate because they can’t access finance through high street banks. We’re able to successfully fill this void and deliver agile funding solutions that are needed by so many property businesses to unlock growth opportunities.”

The deal between Archibald Marckay Group and Reward Finance was brokered by Kenny Campbell, associate director for Breadalbane Finance.

THREE AA ROSETTES FOR MINGARY CASTLE

Mingary Castle on the remote Ardnamurchan Peninsula has been awarded 3 AA Rosettes. Run by chef owner Colin Nicholson, and co-owner Jessica Thompson, Mingary Castle was one of just two restaurants awarded 3 AA Rosettes at the recent awards ceremony which coincided with the publication of the AA Restaurant Guide 2024.

Three Rosettes are given by the AA to restaurants that have “achieved culinary standards that demand national recognition well beyond their local area. The cooking will be underpinned by the selection and sympathetic treatment of the highest quality ingredients. Timing, seasoning and the judgement of flavour combinations will be consistently

excellent. These virtues will tend to be supported by other elements such as intuitive service and a well-chosen wine list.”

Colin Nicholson says, “We are both delighted to have received such a prestigious accolade. It means so much to be able to bring this award home to Ardnamurchan, helping to place this remote part of the country firmly on Scotland’s culinary map. To be listed amongst some of the UK’s most renowned restaurants is such an honour. I want to extend my thanks to the hardworking team here at Mingary Castle, whose ambition and passion for hospitality has helped us reach this goal, as well as our loyal customersboth local and from afar - who have supported us ever since we opened”.

Radisson announce Glasgow as first UK site for Hotel & Serviced Apartments

Radisson have announced that their first Radisson Hotel & Serviced Apartments offering will be launched in Glasgow with an opening date planned for 2027 – the first serviced apartment offering for the Group in the UK.

Adela Cristea, Vice President, Business Development UK, Ireland & Nordics at Radisson Hotel Group, said, “The brand-new upscale project will consist of a combination of stylish contemporary bedrooms and spacious luxury studio and one-bed apartments in the

signature Radisson design. The property will be located in the heart of the city.

“Radisson Hotel & Serviced Apartments Glasgow will perfectly complement our award-winning Radisson RED and Radisson Blu properties, both established, great brand representations in this amazing city.”

The development at 90/96 Maxwell Street and 40 Fox Street will also include a high-end rooftop bar and lounge with views across the city and will feature a restaurant, a gym, and meeting spaces.

HOTEL TRANSACTIONS ALMOST DOUBLE IN 2023 TO £310 MILLION

According to property specialists Savills, Scotland saw hotel transaction volumes reach £310 million in 2023, up 98% on 2022’s figure of £156 million.

Savills measured all sales over £1m, and recorded 31 transactions in 2023, most notably the sale of the Waldorf Astoria in Edinburgh for £85 million to Henderson Park and Klarent Hospitality. This deal alone represented 27% of overall volumes. Other key deals saw the sale of Mar Hall by EY Parthenon to Dubai based Dutco, which was marketed at a guide price of £12 million.

In terms of buyer profile, Savills noted that 77% of purchasers were UK investors, an increase on the 63% on 2022 and commenting

that these buyers appreciate the nuances of sub-markets and understand where they can add value and make a positive impact to existing hotels and their communities. The additional 23% of capital came from locations including South Africa, UAE, Singapore and the Republic of Ireland.

Steven Fyfe, hotel capital markets director at Savills Scotland, said,“While 2023 was challenging, we saw 72% of all transactions take place in the second half of the year, demonstrating the enduring appeal of Scottish hotels despite a difficult market.”

In 2024 Edinburgh is expected to remain the highest performing hotel market outside of London in 2024.

Hotel Indigo Dundee to undergo £1million refurbishment

Percor Capital, owners of Hotel Indigo and Staybridge Suites in Dundee, are embarking on a £1million refurbishment of the IHG dual-branded site in the city.

This will see the addition of a brand-new, state-of-the-art hotel bar, Eighteen Twenty-Two, alongside the existing Daisy Tasker restaurant, plus a new look lobby and additional guest parking.

The brand-new bar, Eighteen Twenty-Two, harks back to the hotel’s history, marking the date the building first opened as Dundee’s oldest, and at the time, the world’s largest linen mill. The bar will offer guests an opportunity to enjoy a selection of wines, beers and spirits with a mix of local home-grown Dundee brands showcased on the menu alongside well-known favourites.

In addition, they will also have an exclusive Whisky library focusing on Scottish Whiskies, locally produced gins and a carefully curated cocktail list.

The newly refurbished lobby in the Hotel Indigo will include co-working spaces with sought after city centre parking, branded coffee, and pastries available to purchase throughout the day. The work is expected to be completed by Easter.

Jean-Pierre Permutt, Director at Percor Capital, said, “We are now delighted to unveil a new £1 million investment to elevate our offering even further. Eighteen Twenty-Two will reflect a vibrant tapestry of local flavour, international favourites, and is a fantastic addition to the Hotel and its heritage.”

January blues but luxury hotels did well in December

The Scottish hotel industry confronted a downturn in demand and room rates throughout January, marking a customary seasonal decline. This is despite average room rates for Scotland’s luxury hotels jumping from £222.07 in November to £292.36 in December. There were also slight increases in the middle market and budget hotels, from £99.31 to £111.53 and from £86.48 to £97.31 respectively at the end of the year.

However, RSM UK believe that challenges will intensify with the looming increase in the national minimum wage (NMW) scheduled for April, as indicated by insights from the RSM Hotels Tracker.

Chris Tate, Head of Hotels and Accommodation at RSM UK, comments, “Labour costs are on the rise, and profits remain stagnant, yet they are still far from pre-pandemic levels. As cost pressures impact profitability, the upcoming national minimum wage increase poses another challenge for the industry to navigate and remain sustainable.”

Hotel occupancy took a larger-than-usual hit following a robust December, dropping from 70.9% to 62.1% in the UK and from 80% to 65.8% in London. Despite the decline, both UK and London occupancy levels surpass those of the same period in 2022 at 59.4% and 59.8%, respectively.

Data from Hotstats and analysed by RSM UK emphasises a significant uptick in total labour costs as a percentage of revenues. The UK witnessed an ascent from 35.1% in January 2020 to 38.3% in January 2024, and London saw a surge from 31.3% to 35.7%.

Gross operating profits (GOP) suffered a setback, plummeting from 35.3% in December to 16.1% in January in the UK, and from 44.2% to 24.5% in London. Although the GOP aligns with the same period in 2022, it markedly lags behind pre-pandemic levels, standing at 25.2% in the UK and 33.6% in London.

Chris Tate highlighted, “While demand typically wanes in the sector at this time of year, the industry anticipates upcoming challenges. Measures to level the VAT playing field with European counterparts and initiatives to attract international visitors, such as reconsidering the ‘tourist tax,’ would be welcomed in the upcoming Spring Budget to enhance the competitiveness of the UK hospitality sector and support its thriving.”

Thomas Pugh, Economist at RSM UK, offered insights into the challenges faced by the sector, stating, “The hotel sector, like many other parts of the economy, faced a tough start to the year after slipping into recession in the second half of last year. However, the hotel sector faces specific challenges, particularly with the upcoming increase in the national minimum wage and weak economic conditions abroad, hampering demand from overseas. This points to challenging times for hoteliers in the first half of the year.”

Pugh also shared a glimmer of optimism for the future, stating, “Looking ahead to the second half of this year and into 2025, conditions appear more favourable. The expected fall in the inflation rate to roughly 2% allows the Bank of England to consider interest rate cuts. Combined with rising real earnings growth and potential tax cuts, households may feel significantly better off later this year, enabling increased spending, including on travel and leisure.””

SURGEON’S QUARTER INCREASES TURNOVER TO £12M AS IT GETS SET TO CELEBRATE 20TH ANNIVERSARY

Surgeons Quarter, The commercial arm of the Royal College of Surgeons of Edinburgh, is expected to post annual results which will show turnover has reached £12 million. The news comes off the back of a record Edinburgh Festival in 2023. A record 250,000 visitors visited the Royal College of Surgeons of Edinburgh’s (RCSEd) campus and increased occupancy to an impressive 99.5% at its on-site, Ten Hill Place Hotel across the month of August.

This year the hotel and its conferencing facilities is celebrating its 20th anniversary, and is expecting an even better year this year.

Scott Mitchell, managing director of Surgeons Quarter, said:, “Celebrating 20 years is an incredible achievement and it’s down to the determination of our people that ensures we deliver the best experience.”

He added, “We’ve learned so much from our dedicated staff over the years. We’re not blind to the fact that hospitality is not renowned for its pay and conditions. However, we are committed to provide support so our people can thrive, not only in their workplace, but outside of work too.

“This is why we offer numerous opportunities and reward schemes to all of our staff members to not only benefit them at work, but also outside of the office. We can’t wait to watch them and the business grow over the next 20 years.

The Times has released its “annual expert list of the country’s top hotels” across Scotland, England, and Wales with The Gleneagles Hotel coming in at number one for the whole of the UK. The hotel was named Hotel of the Year, Scotland Hotel of the Year, and Countryside Hotel of the Year by The Times. And took top place out of 100 hotels and inns featured on the list.

Glenfinnan secures £175K investment from HIE for green initiatives

Gleninnan House Hotel in Lochaber has secured up to £175,900 investment from Highlands and Islands Enterprise (HIE) towards improving the hotel’s energy efficiency with the aim of reducing its carbon footprint.

The renovation works include winter-proofing the building, installing double glazing, re-routing pipework and upgrading insulation. This will help enable the hotel to expand its offering and remain open throughout the year.

The business is working towards becoming as environmentally sustainable as possible. In addition to improving energy efficiency, it aims to use local produce and minimise food waste.

The business has also recently entered into a new contract with Inverlochy Castle Management International Limited who will take care of day to day operations.

Confirming the HIE funding, Elaine Jones senior development manager with the agency’s Lochaber, Skye and Wester Ross team, said, “There are many aspects to this project. The improved energy efficiency will reduce costs and strengthen the business’s financial as well as environmental sustainability. It will enable business growth too and provide valuable rural employment all year round. This in turn will

benefit other local businesses and help attract and accommodate more visitors.

“I’m very pleased we have been able to provide support and look forward to continuing to work with the new management company as the project develops.”

Jane MacFarlane Glasow, hotel owner, said, “While we were devastated to say farewell to our excellent managers of 20 years (Duncan and Manja Gibson), we are very excited about Glenfinnan House Hotel’s new chapter under general manager, Johnny Ormenisan of ICMI. The hotel will once again be an integral part of the local community and economy, and we are extremely grateful to Elaine and her team at HIE without whom this project couldn’t have gone ahead.

“We would also like to give a big shoutout to Marie Lewis, our exceptional interior designer, and Stephen Faryma with his crack team of joiners, plumbers, tilers and electricians. Many other superb local businesses are also involved in the project – Fiona King of Grey Shed Interiors, Coast Construction, William Martin Decorators, Lochaber Stainless and more. Johnny and his team are very much looking forward to welcoming everyone to the hotel in May.”

INGLISTON INVEST IN GRAND MARQUEE

InglistonEstate and Country Club in Bishopton has invested £3.5m on a purpose-built indoor Grant Marquee which the company believe is the biggest in Scotland.

The owners called in specialists to help build the 500 capacity venue, which also boasts a super amped state of the art sound system, chandeliers, wall to ceiling fairy lights, and bespoke flooring.

The new marquee can also be split into sections for events catering for between 100 and 500 people.

A gold-plated bridal suite and gold finished toilets for guests also adjoin the luxurious draped Grand Marquee which has its own separate VIP entrance and a separate green room for any performers.

In recent months celebrities including Denise Van Outen, Mark Wright and Judge Jules have made use of the special backstage facilities at this special location.

Ingliston also has 30 bedrooms, and 14 deluxe lodges, lodges as well as two further, but smaller, event suites. They are the modern Connemara Suite designed by TV stylist John Amabile and the Salerno Suite. The latters furniture and much of its 20’s styled interior came directly from London’s Savoy hotel. Both host up to 120 guests banqueting style.

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CAMERON HOUSE ENTERS A NEW ERA

Cameron House certainly had a busy year in 2023 with its management team changing and the hotel kicking off its 200th anniversary celebrations. The team now includes Resort Director Michael Lavizani, who joined in June 2023, from Marine & Lawn; Allan Wilson, General Manager who came from Voco Grand Central, Karen Avery, Sales Director, MICE who has a background in the luxury market from working with Relais and Chateaux, as well as large convention hotels such as De Vere Cotswold Water Park, Jody Reaoch, Group Marketing Director, who was former Head of Group Marketing at Apex and Andrea Molloy is the new Director of Spa with more than thirty years’ experience within the spa and wellness industry latterly as International Training Manager at ESPA International.

Now that they have got their feet firmly under their desks they are powering ahead in 2024 with the aim of becoming one of Scotland’s leading destinations for corporate events of all sizes with their eyes firmly on the international market too and Michael is also determined to make Cameron House “the most internationally recognised luxury hotel in Scotland.” The focus appears to have changed from high end transient guests to events with its competitor set now the likes of Barcelona and Portugal.

I paid a visit to the resort to see the type of itineraries that the team put in place for their Meetings, Incentives, Conference and Exhibition guests and to find out more about the green initiatives which has seen the resort win two Greengage Awards recently - silver in the ‘Hotel or Accommodation’ category,

with Environment & Sustainability Officer Tim Henson winning silver for ‘Sustainability Champion of the Year’.

The Resort can now offer conference facilities with enough accommodation to cater for all delegates onsite. Following the completion of The Lomond Wing the hotel offers 208 bedrooms which includes 28 suites. There is also its 700 Sq ft ballroom, as well as seven other flexible function spaces - catering for between 16 and 600 people - which include the Loch Fyne and Loch Katrine Suites. Add in a 29 seat private cinema, a spa and 18-hole championship golf course, in addition to a 234-berth marina, and you can see why it is gaining traction in the international arena. The hotel is seeing enquiries from larger clients who want to take the whole Resort over. The only proviso is that the two restaurants that serve the resort’s leisure and yachting guests stay open for their use.

This is a new segment for the Resort, and the trend has emerged because of the size of the Lomond Suite and the fact that the accommodation now stretches to 208 rooms. It’s competitor set in the UK now includes the likes of Boston Manor and Celtic Manor.

As well as the restaurants at the Marina and which service the leisure club, the hotel has a further six bars and restaurants including the Cameron Grill and Great Scots’ Bar, which won ours sister magazine’s Molinari Hotel Bar of the Year in 2023.The former Tamburrini Wishart restaurant has been rebranded as The Monarch and is being used for afternoon teas and cooking demonstrations. For conference groups it can now be utilised for private breakfasts as it is connected to its own private kitchen.

As well as a full tour of the hotel we were

Michael Lavizani and Karen Avery

Above

treated to a presentation in the luxurious cinema, The Lomond wing with its impressive conference space which can be split into three, depending on the size of the event, also has 68 modern bedrooms including suites. Some have views on to the loch, the others have views of the gardens. The rooms in the Lomond wing also have all the mod cons you would expect.

In order to get a feel for the food on offer we ate in the Cameron Grill on the first night, after enjoying a pre-dinner drink in the Great Scots Bar.

The following morning we were treated to a chef-led workshop from Szilard Szentesi, the Head Pastry Chef. He gave us a masterclass in how to make focaccia bread, which he encouraged us to try with a platter of exceptional produce. He emphasised that they use suppliers from Scotland as much as they can, to reduce food mileage, and reinforced the fact that the chefs at Cameron House “work closely” with their suppliers.

George Campbell & Sons is a traditional, family owned fishmonger established in 1872, supplying the catering trade throughout Scotland with fresh, sustainably caught fish from boats landing in Scottish ports.

“George Campbell & Sons are delighted and proud to be a supplier of the finest seafood to Cameron House.”

Email: sales@campbellfish.com

Sales: 01738 638 454

Then we headed to The Library to partake of Afternoon Tea this also allowed us time to catch up with Tim Henson, Environment & Sustainability Officer and Jim Brown, Director of Environment and Sustainability. The pair are driving the resort’s sustainability initiatives.

Both Jim and Tim hold a long-standing passion for the environment, and have been working on the hotel’s sustainability progress for a number of years, in their former Woodland & Estates Management positions.

However, last year they stepped into formal part-time roles dedicated to Environment and Sustainability. Their roles now involve everything from: overseeing the development of positive relationships between Cameron House and the local community, as well as the National Park Authority; ensuring all suppliers to the hotel are at the helm of sustainable sourcing; developing and implementing stringent initiatives related to energy, water, waste and recycling that are consistent with Cameron House Resort’s sustainability policy goals and ensuring a harmonised approach incorporates all aspects of the 400 acre Cameron House Resort, including: Cameron House Hotel, Cameron House Lodges, the Marina, its loch-side restaurant, and Cameron Club and Spa.

Tim’s background was in conservation as and he continues with many of his previous woodland and estate management duties - which he previously did as Woodland Ranger.

Says Jim, “I spent 16 hours a week and Tim spends 20 on our sustainbility roles. It is a long journey and we are right at the start.

“We have benchmarked where were were and we quickly identified somethings we could do. Part of that was ensuring that staff were trained and got enough information on that through the likes of newsletters.

“When we talk about sustainability staff now know what we are talking about. However it means different things depending on your job. Sustainability to housekeeper looks different than sustainability to groundsmen or to chefs.

“Over the last nine months we captured all new starts at their induction and then Tim does monthly newsletters to keep sustainability on their agenda.

“We have been trying to reduce as

The Monarch, and Great Scots’ Bar,

much general waste as possible. It means we have less wagons coming, fewer deliveries and less waste is going out. So far it has been a tremendous success.

“We looked at removing a huge amount of single use plastic and moved far more towards glass and now we are looking at putting our own walter filtration system into the hotels.

“In the future we hope to introduce food digestors in the kitchen to reduce kitchen food waste. This will be a circularity system where the waste food becomes a nutritious compost which we can use on our golf courses.We also have plans afoot to create our own in-house laundry. It will help us maintain quality and reduce emissions too. Tim added, “When we started looking at educating ourselves for the sustainabilty journey - we had no idea where to start. We contacted Greengage - and we have been working with them ever since. They helped us with regard to replacing single use plastics and we now applied to join Green Tourism and hope to have that by Spring.

“We also have 11 beehives here which local beekeepers put in. We buy the honey from them and sell it in our shop.

“We also have bat boxes or as we call them bat hotels. Bats in a bat hotel can get through 4000 midgies a night. So we encourage as many bats as we can to use them.

“We also have an application for Green Tourism - Spring 2024. So we’re hopeful we can keep the momentum going.”

He concludes, “We are currently working with a company that is measuring all our gas and electricity waste to give us our carbon footprint... as we think this will become even more important to companies booking in for conferences in the future.”

Jim’s commitment to environmental stewardship and a hands-on approach to sustainable policy is embodied in his role with Cameron House Clan’s Welcome and

Induction seminars, in which he presents the Resort’s Environment and Sustainability policy to all new employees, as well as his training of staff at all levels on environmental issues and responsibilities.

Every new employee is enrolled on the Clan’s Welcome induction which also sees them getting a welcome pack with reusable water bottle. They also get to go on the same type of activities that their guests do. Says Karen, who did it last year. “You have that special bond with other new starts because you go through experiences together.”

We too got to take part in activies normally organised by Cameron Houe for guests. We were picked up at the front door of the hotel and whisked off by 4X4’s to experience all that the Scottish weather could throw at us.

After an exhilarating drive, which we all took part in, up into the hills of the Luss Estate, we stopped for refreshments which were served in the Gamekeepers tentwhere we enjoyed a dram and some fresh salmon bites... it definitely warmed us up and was a most enjoyable experience. I can see why guests would want to do it.

We retired back to the hotel for dinner and we were lucky enough to enjoy a dining experience in the hotel’s Private Dining Room. It gave us all a chance to enjoy the exquisite cuisine that Cameron House chefs delight in.

Next morning it was off to see the Spa along the road at The Carrick.

From the outdoor infinity pool (pictured) to the relaxation rooms, the Spa is another draw for guests and of course there is always the golf too.

Other activities range from flights in the seaplane to clay pigeon shooting, and all manner of country pursuits.

There is also a new Italian Restaurant which will open shortly in the place of The Boathouse at the Marina.

It’s certainly all go at Cameron House Resort.

AN INSIGHT INTO THE INTENTIONS OF POTENTIAL VISITORS

The Scottish Tourist Board published its Domestic sentiment tracker last month. The research is all about people’s perceptions, travel intentions and reassurance needed for future travel. Travel intent is the travel desire and not actual booking behaviour. This for Jan - June 2024.

The general impact of the cost-ofliving crisis

As at January 2024, the cost-of-living crisis remains at the forefront of people’s minds. Around 7 in 10 have either been “hit hard” or are being “cautious and careful”.

The percentage thinking “the worst is still to come” continues to drop. But most people are likely to believe “things will stay the same” as opposed to believing “the worst has passed”.

The impact of the Cost-OfLiving crisis on travel intentions

Pessimism around personal finances has a direct impact on travel intentions. The “rising cost-of-living” is the leading obstacle in taking a domestic trip, with the cost-of-accommodation being the main barrier.

One in three anticipate reducing the extent of their domestic trip taking. A further third are planning to take the same number of trips but with a cut in spending.

Domestic trips (in both Scotland and across the UK) between January and June 2024 are set to be significantly shorter than the same period in 2023 amongst all life stages and destination types.

The lure of overseas travel is also increasing. This is in particular amongst retirees who have taken longest to return to overseas travel following the pandemic. Notably, UK consumers book overseas travel earlier than domestic travel, making domestic trips more vulnerable to changing circumstances.

A strong caveat, however, is that there remains an “intentions gap”. Actual trips taken in 2023 being far lower than the number intended at the start of the year. Intentions are even higher for 2024 but this comes with a caveat that some of these trips may not materialise.

Further Trends

“The rising cost-of-living” is now at its lowest point as a barrier and only just ahead of UK weather. The barrier of the cost-of-fuel is now at its lowest level since mid 2022 which is

encouraging as most Scotland trip takers travel by car.

The appetite to take a domestic trip remains strong with almost half anticipating a trip between January and June 2024. This is higher than in 2023.

Scotland is set to benefit being the third most popular destination in the UK, marginally behind London and the South West of England.

Retirees and those from higher income groups are broadly unaffected by the crisis. Three in five of those with a household income of over £100,000 are better off and confident they won’t be impacted.

With Scotland attracting a more affluent visitor, it may be more cushioned than other regions of the UK.

Profile of Scotland trip intenders (Jan-June 24)

The profile of Scotland January to June 2024 intenders is notably different to 2023. They are less likely to be retirees (with a higher incidence of older independents and families). They are also more likely to come from London and the South East of England.

Previous research, however, showed that intenders from further afield are less likely to convert intentions to actual visits.

Destination types for Scotland trip intenders

The leading destination types for Scotland intenders are “countryside or village” and “large city”. The latter has increased in preference since 2023.

The increase in large city preference is evident across other UK destinations and amongst all life stages (particularly retirees). This suggests attitudes are returning to normal post pandemic.

Interest in visiting both Edinburgh and Glasgow have increased since 2023.

Motivations

The leading motivations for a short break or holiday in Scotland are “family time or

time with my partner” and “to get away from it all and have a rest”. The latter category is particularly high for Scotland residents.

Motivations are broadly consistent with 2023. The “desire to travel somewhere new” and “to learn something new” have both increased.

Activities

The leading three activities planned on January to June 2024 Scotland trips are:

* “walking, hiking or rambling”

* “trying local food and drink”

* “visiting heritage sites”

* The largest rise is in “visiting cultural attractions” – an activity that has risen across the UK, and across all destination types.

Transport

“Own car” is the leading mode of transport intended to be used on a January to June trip in Scotland, followed by “train”.

Mode of transport does vary considerably by destination within Scotland. Glasgow and Edinburgh intenders are more likely to travel by train. More remote destinations are dominated by car travel.

Accommodation

“Hotel/motel/inn” is the number one accommodation type for intended trips in January to June 2024, although this is less popular than in 2023.

“Rented house” is the second leading accommodation type. This is followed by “friends or relative’s home” both having increased on last year (perhaps due to cost pressures).

Find out more at tourismobservatory.scot

The study uses a monthly online survey based on a UK nationally representative sample of 1,500 adults aged 16 and over. The sample is then boosted in Scotland to ensure sufficient base sizes for separate national analysis. In total, 1,750 surveys were completed, of which 250 are Scotland residents

BY SUSAN YOUNG

A MAN ON A MISSION

ANDREW DEIGHAN TOOK OVER AT THE DOUBLETREE

BY HILTON

CENTRAL HOTEL 18 MONTHS AGO. SUSAN YOUNG CAUGHT UP WITH HIM TO FIND OUT HOW HE HAS FOUND THE CHALLENGE.

Andrew Deighan, General Manager of the DoubleTree by Hilton Glasgow Central, was looking forward to hosting his company’s annual staff awards on the day we met. I usually meet with him to discuss our own awards, and he certainly, although relishing the challenge of hosting, was somewhat anxious. After all, just about the entire company was about to descend upon the hotel.

He smiles, “We have a great team here and we are organised but even so when it’s your own event it can be nerve-wracking.”

Not than Andrew looks nervous, indeed he looks as relaxed as ever and is just as charming, as I have come to expect. He really is the consummate professional, you never get him any other way but cheery. No doubt this is a skill he has honed over the years, and although he has spent the majority of his career in hospitality, his time working for Unilever in sales he admits brought a new dimension to his skill set which is entirely complementary to hospitality.

Hospitality is certainly in Andrew’s blood as he was brought up in the hotel business. He explains, “My dad went to the Shannon College of Hotel Management and spent his entire career in hotels, and I was brought up in them. He worked for Swallow Hotels back in the 80s and 90s before Marriot bought it, and my first job when we lived in Sunderland was working at the newly refurbished Seaburn Hotel. After the refurbishment, they decided to introduce Bellhops and I used to work four hours a week after school – and had to wear a Bellhop uniform. I even ended up on the front page of our local newspaper wearing it. I earned the grand sum of £1.50 an hour, but I made a lot of tips.”

All through school, Andrew worked in the hotel and then went on to do a Hospitality Management degree at Huddersfield University which included an 18-month placement in the US working at the Crowne Plaza and Hilton in Washington DC. In fact, by the time he returned to the UK, he had decided to return to work in the US, but life has a funny way of taking over and while at University he met his wife-to-be and ended up moving to London and joining the Hilton Metropole and starting family life.

Then in 2006 he took a break from hospitality and went to work for Unilever – selling everything from Knorr Boullion to Flora and such like into commercial kitchens. Although he was not working in hospitality, he was working in a service industry to hospitality advising chefs on the best ingredients. This role took him to Russia for two years to train personnel there on Unilever products.

Says Andrew, “I lived in Moscow and had an apartment near the office which was right next to Red Square. My boss there was from Newcastle, so we were

an interesting dynamic. However, there was not a huge amount of health and safety in Russian kitchens at the time. For instance, you would walk in and a chef would be cooking a pot of soup with a cigarette hanging out his mouth.

“It was a fabulous two years. We tried to integrate with the locals by going out on our own and using local transport, we even tried to learn Russian, although it is a difficult language, and my eldest son went to school there.”

When Andrew came back to the UK he stayed with Unilever but moved into ice cream – selling in Ben & Jerry’s to supermarkets such as Asda and Morrisons.

Says Andrew, “The commercial experience that I gained at Unilever has been invaluable. Having grown up in hotels I had learned the operational side, but working in sales for Unilever taught me more about the commercial side of business than I could have imagined.

He took this expertise and joined his father who by then was running a small hotel group in Sheffield called Aston Hotels. Andrew explains, “I went straight in as a General Manager so kind of skipped the intermediary roles, and I had four really good years there. I had been managing big accounts for Unilever and applied what I had learned to bring in new business.”

He adds, “Knowing the profit and loss side of the business is almost a given now and has become more important as our cost base has exploded. I then went to work for Fredrik Korallus, a 6ft 8” Swede and amazing guy, who was CEO of Puma Hotels, which had formerly been Paramount Hotels. In 2013 I moved to Scotland with my family and took the reins at the Marine Hotel in Troon Marine – it was the first time on my own, the first time I had a General Manager’s role out with the family business. I loved it but I had to learn on my feet. The hotel has since had a fantastic makeover but at the time was in poor condition as Puma were struggling financially, but there was a great team there that worked hard. I learned more about how to effectively operate a P&L from Carol Taylor who was Finance Manager there. She was excellent but it was a baptism by fire. Then I got into the routine and the good controls were in place. When we got it right it was fantastic.

“For instance, we found it hard to make a profit out of the restaurant. We had used itison vouchers to fill the rooms (that was what you did at the time) and it sold the rooms but the voucher for dinner didn’t cover the cost of the food or staff. At the time Two Fat Ladies were operating the restaurant and it was too expensive for what we were getting. We had to change our model, so we did.”

Ironically the hotel group was then sold to Amaris, who also owns the Hilton Doubletree, but at that point, Andrew jumped as he says, “out of the frying pan and into the fire” and joined Macdonald Hotels as General

A MAN ON A MISSION

A MAN ON A MISSION

Manager at Macdonald Cardrona.

He says, “I had never operated a hotel which had a golf course before, and golf courses are expensive to run. The maintenance is brutal. It was another learning curve. I was then offered what was technically a promotion to another Macdonald property, Forrest Hills, which honestly was the hardest hotel I’ve ever had to manage. It was remote and recruitment was really tough, you could never get your head above water. However, again I had a great team and we all bonded; we are still friends today.”

Then he rejoined Amaris at the Doubletree Strathclyde. He says, “I had a great first year, and then Covid hit. To begin with, we didn’t know what to do. We had zero bookings, but we decided to stay open for key workers and slowly built the business up. We would do car park checks of the few other hotels that were open and write down the numbers from the vans that were parked and call them so they would stay with us and we slowly built the business. There were only ever two people on shift at one time, and we did 12-hour stretches. It was phenomenal and we got to know our customers well. For instance, I hadn’t worked on a front desk since 1998 – and had to learn it on my own – it was definitely trial and error. By the end the hotel was almost full most mid-week nights. We also had a Maintenance Manager who by the end of Covid was able to knock out 70/80 covers in the restaurant! We certainly learned how small you can make your business if you have to, and we learned the difference between essential and non-essential costs. Everyone chipped in.

“In hindsight, the pandemic was not as bad an experience for us as it could have been, but I certainly wouldn’t want to do it again.

“One of the highlights was phoning the team and telling them they were coming back to work but I had never experienced people being so happy to come back to work. As restrictions eased we were right back on it. The staffing issue was not as severe for us as for our colleagues in the wider industry because we had been open and hadn’t really let anyone go. By July we had 60% of staff back. Overall, the whole group did well because we stayed open.”

Eighteen months ago, after three and a half years at Strathclyde, Andrew got the opportunity to take over at the group’s Hilton Doubletree Central.

He smiles, “It is certainly the most exciting property that I have worked in. The ballroom offers a real opportunity to think big and come up with some cool events. The whole team is also amazing – they are experts at what they deliver. They rarely say no to anything.There was some anxiety in taking over such a successful hotel, but the opportunity to take it forward with a fresh set of eyes was really exciting.

“Everything in the past has brought the hotel to where it is today, the hotel runs really well and didn’t need major changes. To begin with it felt it was more important to listen rather than talk. We managed to move things forward with the opening of our new restaurant Cask & Clyde which we aim to promote as a standalone restaurant with its own entrance. Historically hotels concentrate more on the rooms with the restaurants being “secondary spend” but we are recruiting from F&B retailers such as TGI Friday’s – they have been trained differently and take a completely different approach to F&B than hoteliers do. The only element in our restaurant which we have kept the same is breakfast. We are trying to operate like retailers such as The Ivy and TGI’s and it is beginning to work. We are trying to dislocate the restaurant from the hotel in people’s minds. We want people to use the restaurant even if they are not staying in the hotel and we are doing things like putting on live music.”

It seems that Andrew’s laid-back approach to his new role has paid off because he reveals last year “was a record year.”

Although the hotel excelled in 2023, Andrew is only too aware margins are being squeezed. He explains, “Our costs have gone up but we can’t just put prices up, because we need the volume. What we have to do is get people to spend more money – have an extra coffee or two, and such like. That is one of the reasons we are investing in staff training. It is more important now than it has ever been.

“We also incentivise our team. We have a service charge and one hundred percent goes to staff. But we also reward for lots of different things, from trip advisor comments to people engaging in social media.”

He obviously enjoys hospitality and he believes that qualifications matter less if you have the right attitude and skill set. “I believe that qualifications matter less, you need to be bright but that takes many forms and you need to be able to count. There are countless examples of people who started as KPs and went on to be leaders of industry. If you are good and excel at one element of hospitality you will rise quickly and your skills will take you anywhere. You will have a job all your life, whether you are a good bartender, chef, waitress or people manager. The opportunity to travel is also massive as there are hotels everywhere in the world.

“It is a hard industry because the bulk of work is done in the evening and at weekends. You can’t get away from that, but that is when most people use hospitality. However, it is also very social and there are lots of opportunities and we showcase that more. Yes, there is an element of low pay, but only at the beginning, and you will always have a job.

“We get a good volume of applications, but it is harder to find the people that want to do it. We are lucky because we are a city property. I can’t imagine how difficult it must be in the more remote areas.”

Talking of being city centre property, I asked him if he thought the government was listening.

“I think it is very unfortunate that the Scottish government decided not to replicate the rates relief that our English colleagues get. The late-night transport provision, in this city in particular, is also not great. We have to provide transport for all our team to get home after 11.30 pm. The new Glasgow parking charges and LEZ do not encourage people to come into the city centre. As for the work going on outside this hotel, it looks terrible, and the graffiti is not welcome either. It seems like there are all kinds of task forces and projects for this and that, but you wonder when and if we will see the results?”

I asked him what his most memorable event of the last 18 months was and he admitted that he loved last year’s staff party which had an Ibiza theme. “I was thrilled because Judge Jules came and played.”

As for the maddest event... he admits, “There was a crazy week in December when we had a load of back-to-back events, and the hotel was full to the brim. We did a time-lapse video of the weekend, which really highlighted the work that goes into these events. We also had Rick Astley and Heather Small perform. It’s great looking back on it, everyone was exhausted after it, but it was phenomenal and something to be proud of.”

As for the future, he tells me, “I love living in Glasgow – I have been here 10 years, I am not considering moving, but never say never. It is nearly the longest I have lived anywhere.”

But his immediate priority is improving upon last year’s figures for the hotel. He concludes, “It’s onwards and upwards. I am always looking at how we can move business forward and build on last year’s success. We have to beat it. We can’t go backwards, that would be a sin!” It certainly would.

BY NICOLA YOUNG

CYPBERSECURITY: THE DUAL CHALLENGE

Hoteliers face the dual challenge of adopting new technologies to both improve guest experiences and operations while also addressing the cybersecurity and environmental concerns these technologies bring.

Hotels gather an enormous quantity of individually identifying data which makes them an attractive target for hackers, and this dreaded scenario affects expenditures beyond just any penalty. According to reports, up to 25% of Americans will no longer do business with a firm that has experienced a hack, and over two-thirds of people will no longer trust a corporation that has experienced a data breach. There’s no reason to think that visitors from the UK won’t feel the same.

Perhaps one of the best known is the data breach which Marriott International experienced in 2022, where hackers used social engineering to access sensitive data, including guests’ credit card information and internal business documents. For Marriott, although the 2022 attack wasn’t the biggest, it’s a useful example of the importance of understanding Social Engineering because this is what the Marriott hackers used to get the passwords and gain access to the systems.

Social engineering is now the most common form of hacking, preferred because it’s much easier, faster, and cheaper to trick a victim rather than trying to break into a computer system without human help.

This is done by manipulating the emotions of their target victim to trick them into giving away sensitive information or to compromise security. Basically, if someone tries to get sensitive information through manipulation or coercion, you are being targeted with a social engineering attack.

Some of the most common forms of Social Engineering are outlined below. You will notice that they all include some kind of emotional plea to leverage fear, curiosity, excitement, anger, sadness, or guilt, and often have a sense of urgency. All aim to establish trust with an individual.

While both baiting and phishing can often be very similar, a baiting attack mainly exploits human curiosity, whereas phishing attacks rely also largely on trust, add fear or a sense of urgency.

You will all be familiar with the messages concerning missed deliveries – this is baiting. The aim is less far reaching (and the call to action less urgent) than phishing but it still aims to get the victim to them instal or click on something that puts malware (which might be used for pharming or spyware) onto their system.

Phishing is the most common type of social engineering, deceiving, pressuring, or

manipulating people into sending information or assets – it is the most popular attack method to deliver ransomware to organisations.

In a work environment the attacker will often masquerade as a person or organisation the victim trusts— like a co-worker, a manager or even CEO, or a company the victim or victim’s employer deals with. The message creates a sense of urgency to make the victim act rashly.

According to IBM a phishing email typically include the impersonated sender’s logo in the email, masking the ‘from’ email address to include the impersonated sender’s domain name. Some even spoof the sender’s domain name—for example, by using ‘rnicrosoft.com’ instead of ‘microsoft.com’—to appear legit.

The subject line addresses a topic that the impersonated sender might credibly address, and that appeals to strong emotions—fear, greed, curiosity, a sense of urgency or time pressure—to get the recipient’s attention. Typically subject lines include - ‘Please update your user profile,’ ‘Problem with your order,’ ‘Your closing documents are ready to sign’, ‘Your invoice is attached’.

The body of the email instructs the recipient to take a seemingly reasonable action but one that results in the recipient divulging sensitive information or downloading a file that infects the recipient’s device or network.

For example, recipients might be directed to ‘click here to update your profile’, but the underlying hyperlink takes them to a fake website that tricks them into entering their actual login credentials. Alternatively, they may be told to open an attachment that appears legitimate (for example, ‘invoice20.xlsx’) but that delivers malware or malicious code to the recipient’s device or network.

This type of Phishing uses the concept of mass mailings in the knowledge that someone will fall for the attack. Spear Phishing, on the other hand, targets a specific individual—usually someone with privileged access to sensitive data or network resources, or special authority.

Again, according to IBM, social media and networking sites—where people publicly congratulate co-workers, endorse colleagues and vendors and tend to overshare—are rich sources of information for spear phishing research.

With this information, the spear phisher can send a message containing specific personal details or financial information and a credible request to the target. For example, ‘I know you’re leaving for your holidays tonight - but can you please pay this invoice before close of business today?’

A spear phishing attack aimed at a C-level executive, a wealthy individual or some other

high-value target is often called a whale phishing or whaling attack. In a phishing attack, watch out for a sense of urgency and be on the lookout for requests that ask (or reveal) any sensitive or personal information, or ask for an updated profile or payment information, contain a file attachment (that the recipient did not request or expect), contain links shortened by using Bit. Ly or some other link-shortening service and the sense of urgency, (‘Your account will be closed today...’ or a request from a colleague to pay an invoice immediately).

Publications such as the Anti-Phishing Working Group’s quarterly Phishing Trends Activity Report can help you keep up to date.

Quid Pro Quo

Like Baiting, in a quid pro quo attack, the attacker pretends to provide something to the victim in exchange for information or a specific action. This benefit usually assumes the form of a service, whereas baiting usually takes the form of a good. For example, in Quid Pro Quo, the attacker may pretend to be someone from tech support and then convince the target to enter commands or download software that installs malware onto their system.

Pretexting

In pretexting attack, attackers focus on creating a pretext, or a fabricated scenario. It requires building a credible story that leaves little room for doubt. As such, pretexting takes on various forms.

In all cases the hacker will impersonate a trusted entity or individual to create trust with the victim, claiming that they need specific details from the user to confirm their identity. This is then used for identity theft, or the data used conduct other malicious activities.

An example might be that the attacker claims they’re an external IT services auditor, so the organisation’s physical security team will let them into the building. There are several examples where the hackers have masqueraded as HR personnel or finance employees to target C-Level executives.

While Phishing uses fear and urgency to its advantage, pretexting relies on building a false sense of trust with the victim.

The priority should be to ensure that you have staff training in place – which includes all levels of the business, as well as all sizes, big or small.

And don’t forget to have a plan to communicate with your customers.

The question shouldn’t be “if” there will be a cyberattack – but when.

310 SCHOLARSHIPS AWARDED AT HIT TALENT CONFERENCE H

“It is inspiring to have so many of our HIT Scotland scholars in one place to celebrate their achievement this year. These learning experiences are absolutely vital for our sector, allowing fresh ideas to permeate throughout the industry and upskilling the Scottish hospitality workforce.

“Tailored to each scholar’s individual aspirations, HIT Scotland scholarships are incredibly rewarding and empower people to take charge of their career development, all while benefitting the sector at large.”

DAVID COCHRANE CHIEF EXECUTIVE HIT SCOTLAND

IT Scotland has awarded 319 scholarships to those studying or working in the Scottish hospitality industry! The scholarships were awarded at the annual HIT Talent Conference at the Voco Grand Central Hotel in Glasgow.

The recipients, who work across a variety of hospitality and tourism roles in 142 different venues throughout Scotland, celebrated their awards to applause from 430 attendees.

This year saw HIT announce their 7000th inspirational scholarship. The recipient, Amanda Pirie, People Manager at The Auchrannie Resort on the Isle of Arran, will be receiving the prestigious Art of Leadership scholarship.

HIT Scotland’s scholarship programme is open to anyone working in or studying towards a hospitality career in Scotland. Scholarships offer learning experiences to help develop new skills, knowledge, best practice and fresh thinking. The scholarships are split into three categoriesbusiness, operational and inspirational empowerment - with content tailored according to the recipient’s personal development objectives.

Scholarship Categories

Business empowerment scholarships include the popular people management programmes, which remains a coveted skill in hospitality roles. Scholarships were offered to first time supervisors receiving their first training in managing a team, to senior managers for the Art of Leadership Scholarship at Lausanne Hospitality Business School in Switzerland, and to one General Manager who will attend the Cornell General Manager Programme in the U.S.

Operational scholarships cover a diverse range of learning opportunities. This year there will be chefs taking part in new kitchen-based experiences, restaurant and bar staff learning how to run a whisky tasting, sales training, and employees learning how hotel revenue management affects their role.

The bespoke inspirational scholarships allow individuals to tell HIT Scotland what will inspire and motivate them to be the best they can be. This year, HIT have announced two special inspirational scholarships. One scholar will receive a French wine experience, exploring the art of fine wine making in a well-established vineyard in France. Another will educate a scholar on brand repositioning with first-hand knowledge from a roster of well-known brands, looking at global branding from another sector. All bespoke scholars will bring their learnings back home to benefit Scottish hospitality. The Open University Scotland also offered places on their Microcredentials courses, covering a variety of learning options from Project Management to Python Programming.

The Graeme Gibson Award

Last year a special new award was introduced in honour of inspirational General Manager the late Graeme Gibson, who worked in many of Scotland’s top establishments, latterly The Grand Central Hotel, Glynhill Hotel, and Yotel Glasgow.

The Graeme Gibson Scholarship rewards a rising star working in management in the Greater Glasgow area with executive coaching sessions to help them work on their personal and career development. This year’s winner is Katie Booth, F&B Manager at the AC Hotel by Marriott Glasgow.

Katie Booth, Graeme Gibson Scholar for 2024, said, “I am so honoured to be the recipient of the Graeme Gibson Scholarship and would like to thank HIT for giving me this opportunity. I hope that as I continue my career in hospitality that I can embody all the amazing attributes that Graeme possessed in all areas of his life and hotel career.

“I am so excited to be given the time to work with an executive coach to develop my personal management skills and can’t wait to bring back all that I learn to my incredible team here at the AC Hotel”

This year a new scholarship opportunity was announced in memory of Lisa Wishart, MD of the Lisini Pub Company, who sadly passed away in 2023. Lisa was an inspirational leader who ran a thriving hospitality company, and was a great ambassador for the trade.

There have been two Lisa Wishart Scholars named this year due to the fantastic fundraising received from the Scottish Bar and Pub Awards.

Stephanie Jayne-Robertson, Supervisor at Lisini Pub Co (The Parkville Hotel, Blantyre), will carry out a Customer Experience scholarship, visiting London to learn about service experience and recovery at the Dorchester Collection Academy.

Meanwhile, Jenny Barlow, General Manager at Scotts Bar and Restaurant in Greenock, will study the Art of Leadership course at the esteemed Lausanne Hospitality Business School in Switzerland.

Lisa’s sister Siobhan and brother Nicky presented the awards.

This year also saw HIT announce their 7000th inspirational scholarship when Amanda Pirie, People Manager at The Auchrannie Resort on the Isle of Arran, received the Art of Leadership scholarship.

The Chris Rouse Scholarship is HIT Scotland’s other notable award. In memory of the former General Manager of the Turnberry Hotel, Chris Rouse. The scholarship in Chris Rouse’s name was created in 2019 in memory of the former GM who was known for developing the highest standards for his guests and inspiring the best from his team.

Chris was also responsible for the transformation of the hotel into a world-leading luxury spa and golf resort. The Chris Rouse Scholarship is traditionally awarded to someone working in the Ayrshire area, who the charity believes upholds the highest standards for guests and inspire the best from their team.

This year’s Chris Rouse Scholar is Jack McCormick, Bar Supervisor at Trump Turnberry, who will benefit from executive coaching sessions in addition to his chosen scholarship.

He has been working at Trump Turnberry for six years and will now benefit from executive coaching sessions in addition to his chosen scholarship which is the Whisky Appreciation Scholarship. It will see him complete a Certificate in Scotch Whisky with Edinburgh Whisky Academy.

Jack McCormick said, “I am extremely honoured and very grateful to have been chosen as the recipient of the Chris Rouse Scholarship; this means a great deal to me. The scholarship will not only provide me with valuable executive coaching sessions, but also serve as recognition of the highest standards we all strive for as a team at Trump Turnberry in providing an exceptional service to our guests.”

Chris Rouse Scholarship

Lisa Wishart Scholarship

THE ADDRESS

39-45 RENFIELD STREET, GLASGOW

BY SUSAN YOUNG

The Address Glasgow officially launched last month and marks the first foray into the Scottish market by family-owned Irish hotel group The Address Collective. This brings the number of hotes owned by the group’s owners, Ciara and Brian McGettigan, to five.

The classical listed building, on Renfield Street, was originally designed for Lancashire Insurance Company in 1890s, and it has now been tranformed with a £9 million investment by the McGettigans, into a new stylish 95 bed room hotel and blends contemporary design, rich heritage, and state of the art facilities over six storey’s.

The complete interior refurbishment was carried out by Diverse Projects.

The hotel’s design pays homage to the Scottish landscape, with colour palettes inspired by Scotland’s rugged coastlines and rich heritage interiors. As guests enter Address Glasgow, they’re welcomed by original eclectic artwork adorning the walls from top independent artists. They will also discover North, a new 70 seater restaurant, bar and open plan

kitchen.

Guests have a choice of five modern room styles from classic, club rooms to suites. Each bedroom is the epitome of luxury created with comfort in mind; from the super premium mattresses to the carefully chosen Irish beauty products, including aromatherapeutic pillow sprays and soothing body washes. State-of-the-art amenities include superfast WiFi, rainforest showers, Nespresso machines, salon-grade hair dryers, fluffy bathrobes, and crisp linen – all to ensure a stay that transcends the ordinary.

Meticulously planned to showcase the very best of Irish design, The Address Glasgow has been curated by Ciara McGettigan, one of the visionaries behind The Address Collective brand.

True to the hotel brand values, The Address Glasgow source locally as much as possible with authentic and natural materials throughout the beautiful building; from soft furnishings using Irish wool, exclusively commissioned curtain fabric designed for the hotel and created by Edinburgh Weavers, as well as bespoke furniture upholstered in natural

tan leathers and velvets, exemplifying understated elegance.

The hotel also has a wellness centre complete with ultra-modern gym, cold water therapy plunge pool, Himalayan rock salt sauna and heated loungers. This exclusive space offers guests a retreat to rejuvenate and re-energise. Meanwhile business travellers will enjoy the well appointed meeting rooms and public spaces with superfast wifi across all six floors.

North offers elevated casual dining using the best of Scotland’s local produce, with signature contemporary dishes and bold flavours with a focus on sustainability, seasonality and locality. Featuring marble topped tables, vibrant seating, soft ambient lighting and a striking bar to expertly serve up classic cocktails and innovative drink creations. Perfect for those pre-dinner sips or nightcaps after shopping around town.

Ciara McGettigan said: “Each of The Address Collective’s hotels lovingly reflect the city they belong to, and we were excited to work with so many incredible Scottish designers and makers to bring The Address Glasgow to life.

“From moody Scottish landscape colour palettes to bespoke furniture and tailoring, this new hotel will offer the highest standard of modern, luxury stays whilst paying homage to the classical listed building and seamlessly blending the old with the new.”

Brian McGettigan, CEO of The Address Collective comments, “We’re thrilled to officially open the doors of The Address Glasgow, welcoming patrons from around the world and from our wonderful new neighbourhood to be the very first to see our beautiful new hotel. Each one of The Address Collective’s hotels mirrors its home city, paying homage to Scotland’s natural landscape with our traditional Irish touches throughout and renowned customer service. We’re excited to take luxury stays in the city to a new level and show off this fantastic new property and the team behind it all.”

The Scottosh Hotel Magazine.pdf

(l-r):

‘Alison Macleod, Faith Lingle, Chloe Caprani and Brian Sharp.

CRERAR HOTELS STRENGTHENS MARKETING TEAM

Crerar Hotels Group has announced three new additions to its team. Chloe Caprani takes over as Group Marketing Manager and will be supported by Faith Lingle, Group Marketing Executive, and Brian Sharp, who takes on the new role of Group Social Media Manager.

Chloe joins the team following her past role at Ghost Gastro Ltd, home to Butta Burger and Homies Pizza, two of Scotland’s fastest growing casual dining brands. Chloe used her creativity and drive to head the Marketing and Development Team and has brought her knowledge of the hospitality industry to Crerar Hotels.

Chloe, Faith, and Brian will be working with Marketing Director, Alison MacLeod, who has steered the group through repositioning and multi-million-pound refurbishments and upgrades.

Alison said, “I’m thrilled to have three new members join the Crerar Hotels team especially as we are continuing to grow our collection of hotels and inns. Chloe, Brian and Faith’s combined

experience of the hospitality and marketing industry, as well as their love for our destinations, is incredible, and I’m confident it will help us continue to flourish as a company.

“The last 12 months have been hugely positive for Crerar Hotels, from securing some impressive award wins and increasing our portfolio, so we are keen to amplify our voice both domestically and internationally as we drive forward with our growth plans.”

Chloe Caprani, originally from Dublin, said, “This is an exciting time to join the company, from the awards that have been won recently to the plans for growth.

“I feel very lucky to join the team alongside two other talented individuals, Faith and Brian, who are both equally dedicated to highlighting each of the Crerar Hotel’s properties as top destinations in the UK to stay and explore.”

Crerar Hotels has recently made a £1m investment in staff recruitment, retention, and development, to ensure they continue to provide an excellent guest experience and remain a true employer of choice.

Crieff Hydro’s Fiona Leckie named Unsung Hero

Fiona Leckie, head of projects and interiors at the Crieff Hydro Family of Hotels, has been named as an ‘Unsung Hero’ in the inaugural Women in Family Business list by industry body Family Business United.

The report recognises the contribution of female leaders within family-run businesses across the UK, while acknowledging their impact on their wider communities and contributions to their sector.

Fiona was commended for her responsibility for the projects and interiors portfolio across the eight hotels within the Crieff Hydro Family Of Hotels.

She also received a ‘Lifetime Contribution’ recognition for her presence both in the boardroom and around the family table, particularly for her role in mentoring their four children as part of the succession plans for the business.

Fiona Leckie, said, “What an honour to be recognised in this inaugural report alongside some of the most influential businesswomen across the country.

“Reports such as this are incredibly important in cementing the role of women in business, while highlighting some of the challenges that still face us today.

“I’m looking forward to continuing to work with members of our Board and across the Crieff Hydro Family of Hotels to ensure we can deliver the skills required for the leaders of the future to thrive, regardless of their gender.”

CHEF GEORGE IS GAME FOR THIRTY YEARS SERVICE AT THE RED HOUSE HOTEL

Chef, George Arnott has just celebrated a thirty year milestone at the Red House Hotel in Coupar Angus.

With front of house Carol Anne Keys having celebrated thirty years’ service last year at the family run Hotel, this time it’s the turn of George who joined the hotel iln 1994.

Originally from Crieff, fifty nine year old father of three George trained as a chef at Perth College, remaining in the career ever since.

A lifelong food passion for George is all types of Scottish Game. He loves cleaning, preparing, and cooking for the Red House Hotel’s many shooting parties. But when pressed on his own favourite meal, George plumps for mince and tatties, good old-fashioned Scottish comfort food!

As a collector of whisky decanters, George was delighted to receive one as his long service gift from Red House Hotel owner, Alan Bannerman.

“I’m delighted to be celebrating thirty years here at the Red House Hotel,” said George. “I very much enjoy working here. We have a great team of people, and yes, we are known for being loyal and sticking around as the Bannerman family are fantastic employers.”

Commenting on George’s thirty years of service, Red House Hotel owner, Alan Bannerman said: “George is another stalwart of the Hotel - he’s in with the fixtures and fittings now, just like many of my other long-term staff members, such as Carol Anne, and my Assistant Manager Sarah Cooper, who is just behind them both in terms of time worked here.”

“They really are fantastic employees, and I’m so grateful to them all for the loyal service. George is someone who is always smiling, and never lets us down with his enthusiasm and hard work ethic. My congratulations go to him from all of the family. We are delighted to award him this decanter to mark his 30 years. We are very pleased to hear that he says he has no plans to retire yet either! That is very good news for everybody who enjoys his food!”

Chef George Arnott receives his decanter from Alan Bannerman (right)

HIT SCHOLARS 2024

The HIT Talent Conference saw more than 300 scholarships awarded to hospitality professionals to further their careers. Here are just a few of them at the conference and receiving their scrolls.